Philosophy
We consider people to be the most important resource for our business. Empowering each employee to make the most of their skills and abilities is indispensable to increasing corporate value. To that end, we see putting in place an environment that lets employees do their jobs every day in good health while feeling motivated and engaged as a key priority, and we undertake a variety of measures to accomplish it.
Human Rights Policy
The Nichiden Group, consisting of NICHIDEN Corporation and its Group companies, will fulfill, in accordance with its corporate philosophy, its corporate responsibility to respect human rights. To that end, we have established the Nichiden Group Human Rights Policy and will always strive to conduct our business and to act in a way that is in harmony with the international community.
Nichiden Group Human Rights Policy
1. Scope of Application
This policy applies to all officers and employees of the Nichiden Group worldwide, including contract employees and temporary staff. The Nichiden Group will also encourage companies within its supply chain and other business partners to respect human rights and avoid any infringement thereof, in line with this policy.
2. Support for and Respect of International Standards
As a company that supports the United Nations Global Compact, the Nichiden Group endorses and respects international human rights standards, including the International Bill of Human Rights, the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, and the OECD Guidelines for Multinational Enterprises on Responsible Business Conduct. This policy has been established in accordance with the United Nations Guiding Principles on Business and Human Rights. Accordingly, we promote initiatives to respect human rights.
3. Compliance with Laws and Regulations
The Nichiden Group complies with the laws and regulations applicable in each country and region in which it conducts business activities. In cases where there is a conflict between internationally recognized human rights and the laws or regulations of a country or region, we will seek ways to respect international human rights standards to the greatest extent possible.
4. Key Human Rights Issues
The Nichiden Group recognizes the following as significant human rights issues and will work toward their improvement and resolution.
- Prohibition of Forced Labor and Child Labor: We prohibit child labor, forced labor, and human trafficking within the Nichiden Group and throughout its supply chain.
- Elimination of Discrimination and Harassment: We respect diversity, individuality, and ability, and do not engage in unjust discriminatory treatment or harassment based on race, nationality, sex, gender, religion, beliefs, birth, age, physical or mental disability, sexual orientation, social status, or other attributes at any stage of employment, including recruitment, hiring, promotion, and compensation.
- Occupational Health and Safety: We prevent workplace accidents, disasters, and injuries, prohibit excessive working hours that may negatively affect officers and employees, and continuously ensure a safe and healthy working environment.
- Freedom of Association and the Right to Collective Bargaining: Within the scope permitted by the laws and regulations of each country and region, we respect workers’ freedom of association and right to collective bargaining, and work to improve and ensure appropriate working conditions, living conditions, and labor environments.
- Working Hours and Wages: We comply with the laws and regulations concerning working hours and wages that apply in each country and region.
- Right to Privacy: We respect the right to protect personal privacy and handle all information with the utmost care for legitimate business purposes only.
- Human Rights Issues in the Supply Chain: Recognizing the importance of legal compliance and human rights protection not only within the Nichiden Group but also throughout the supply chain, we implement responsible procurement practices.
5. Promotion Framework
The Nichiden Group will establish a framework to implement this policy through the Compliance and Risk Management Committee, which is chaired by the Representative Director and President Executive Officer. The Board of Directors is responsible for overseeing compliance with and implementation of this policy.
6. Human Rights Due Diligence
Based on the United Nations Guiding Principles on Business and Human Rights, the Nichiden Group will conduct human rights due diligence to identify, prevent, and mitigate adverse human rights impacts, and to fulfill its accountability in this regard.
7. Remedy and Correction
If the Nichiden Group is found to have caused or contributed to adverse human rights impacts, it will work to remedy such impacts through appropriate means. We will establish grievance mechanisms in line with international standards and take appropriate measures to provide remedies for those affected by adverse human rights impacts.
8. Dialogue and Consultation
In addressing actual or potential adverse human rights impacts, the Nichiden Group will engage in good-faith consultations with stakeholders while ensuring opportunities for dialogue with relevant parties.
9. Information Disclosure
The Nichiden Group aims to achieve fair and highly transparent management. While giving due consideration to affected stakeholders and commercial confidentiality, we will appropriately disclose our human rights initiatives under this policy, as well as the results and progress of our human rights due diligence efforts.
10. Education and Training
To ensure that this policy is integrated into business activities, thoroughly understood, and complied with, the Nichiden Group provides appropriate education and training to its officers and employees through the Compliance Action Guidebook.
April 2025
Toshikazu Fuke
Representative Director and President Executive Officer
NICHIDEN Corporation
Creating a Rewarding,
Employee-Friendly Environment
We focus on leveraging diverse talent, with particular attention to the current status and challenges facing working women, and examine measures to further integrate these issues into our management strategy. By establishing a wide range of support systems that help employees balance work with childcare, caregiving, and medical treatment, we aim to enhance employee motivation and career development, while promoting women’s advancement and securing talent.
Hiring People with Disabilities
Nichiden employs many people with disabilities in its back office and logistics centers. In 2021, we entered into a contract with Ibuki Hirakata Farm, an organization that employs people with disabilities at an indoor farm, to provide opportunities for such workers. With herb cultivation as their main work, they engage in tasks such as planting and picking herbs to produce herbal tea.
In June 2024, we opened Kadoma BYSN under the same support service, where operations range from sorting green coffee beans to processing roasted beans and packaging, enabling integrated production of drip coffee. Each individual approaches their work with a strong sense of responsibility and high motivation.
Reemployment Registration
To help maintain its workforce, Nichiden has a program that lets employees register their intention to return to work after having to leave the company due to personal circumstances like marriage, pregnancy, childbirth, parenting, transfer of a spouse, or the need to care for a family member.
Paid Leave
To provide an employee-friendly workplace where taking time off is a breeze, we encourage employees to utilize their paid leave in a planned manner by, for example, offering a program that lets them take seven or more days of annual paid leave and another program that lets them use paid leave before or after a weekend or holiday to create a four- or five-day long weekend. Furthermore, we have introduced an hourly paid leave system as a way for employees (including regular and fixed-term employees) to take time off while accounting for conditions at work. Since the employees (including regular and fixed-term employees) are able to take paid leave in hourly blocks, this makes it possible to take time off as necessary in a variety of situations so that employees can flexibly maintain a work-life balance.
Work-Life Support Program
This program allows employees who have used all their annual paid leave to take up to five more days off as required to care for a child or other family member or to seek treatment for their own illness or injury (for example, to undergo outpatient care).
Special Paid Leave Programs
We offer a range of special paid leave programs that employees can use freely for various life events.
These include anniversary leave for special occasions such as wedding anniversaries and birthdays, leave to accompany a spouse during childbirth, leave for jury duty, and various types of leave for celebratory or condolence events. By valuing each employee’s life events and supporting a fulfilling personal life, we strive to create an even more comfortable and supportive workplace environment.
Hotline for Childcare Leave and New Fathers
To comply with Japan’s revised childcare and caregiver leave act, which requires companies to put in place an employment environment in which workers can easily take parental leave, we created a hotline in fiscal 2022 in response to a roundtable discussion with female employees indicating that they wanted a hotline that they could turn to for advice about company programs, maternity/childcare leave, and women’s health. The hotline lets all employees seek information about a broad range of topics related to parental leave and leave for new fathers.
Caregiving Leave and Caregiving Leave Hotline
To support employees in balancing work and caregiving, we established a Caregiving Leave Hotline on April 1, 2025. This hotline provides information on support programs for balancing work and caregiving both when employees are facing caregiving responsibilities and at an early stage before such responsibilities arise, helping employees manage work and caregiving with peace of mind. All employees can consult the hotline regarding concerns related to caregiving and how to use caregiving leave programs.
Shortened Work Hours for Parents of Children Age 3 and Older
As a result of Japan’s low birthrate and aging population, society needs to take advantage of its workforce while giving consideration to employees’ home situation. Nichiden’s shortened work hour program for parents of children aged three and older allows employees to shorten their work hours if they so desire until their children complete the sixth grade.
Subsidies for Medical Checkups
We augment assistance from the health insurance association by providing a unique subsidy program for employees age 35 and over (regular employees, fixed-term employees, and contract employees).
Orange Club Employee Association
Nichiden has a voluntary employee association dedicated to fostering friendship among members, prosperity on the part of the company, members’ welfare and mutual aid, and the creation of a rewarding workplace. The group hosts an annual department-based recreational activity and a general meeting attended by representatives from across the country, fostering communication among employees and submitting proposals to management. Employee association discussions also played a part in the formulation of Nichiden’s purpose statement. The group’s annual meeting in fiscal 2023 yielded a community service proposal from employees, and we have begun studying specific activities in line with that suggestion.
Well-Being and Health Management
We view the creation of a workplace where each employee can work in good physical and mental health as a key management issue. We are committed to enhancing well-being and promoting health management. Aiming to balance ease of work with a sense of fulfillment, we continuously implement measures such as mental health support, improvements to the work environment, and initiatives that encourage healthier lifestyle habits. By creating an environment where employees can confidently demonstrate their abilities, we seek to enhance organizational vitality and achieve sustainable growth.
Well-Being Policy (Health Management Declaration)
Throughout our history, we have sought to build up trust with a network of suppliers cultivated since our founding in line with our belief that ensuring quality inputs will yield profit later. To that end, we have worked to resolve manufacturing issues through a three-in-one approach with our sales partners.
Keeping our management philosophy in mind, we have upheld our company motto of “Sincerity” and developed the ACCESS action guidelines to put that motto into practice. These are shown to employees as a measure of their conduct.
Action GuidelinesThese guidelines set out the conduct expected of employees as we as a company fulfill our social responsibilities.
Access
- Advance
- Always look forward(Advanced perspective)
- Challenge
- Continue to take on challenges(Willingness to embrace challenges)
- Capable
- Believe in your abilities(Positive outlook)
- Energy
- Do it with passion(Passionate commitment)
- Software
- Think flexibly(Creative thought)
- Support
- Get colleagues involved(Ability to propose solutions)
In this time of volatility, uncertainty, complexity, and ambiguity, when the future remains uncertain, we face a variety of significant challenges, including abrupt climate change, unexpected pandemics, and geopolitical risks.
Companies are being called upon to undertake sustainability initiatives and to draw on new technologies to solve problems. Their employees must cultivate the ability to pioneer unprecedented ways forward on their own initiative.
Every Nichiden employee must continue to live up to society’s expectations by understanding the essence of the ACCESS action guidelines, fostering positive and flexible thinking, and embracing new challenges.
Nichiden’s strength in people underpins its business activities. We are best able to provide service of the highest quality when employees respect one another and embrace their jobs in a workplace environment that fosters a sense of unity while experiencing their own personal growth so that they can deliver their highest possible performance.
The top priorities in our management are to create a workplace environment that generates employees’ feelings of engagement and fulfillment and to facilitate employees’ physical and mental health by actively providing opportunities to improve health. We hereby declare that we will make well-being a focus of our approach to management.
January 2023
Toshikazu Fuke
Representative Director and President Executive Officer
NICHIDEN Corporation
Health Management Promotion Framework
At Nichiden, we believe that the health of each and every employee forms the foundation of the company’s sustainable growth, and we actively promote health management. To foster a comfortable, safe, and vibrant workplace environment and culture, we have established the following framework.
Health Management Strategy Map
In promoting health management, we have developed a strategy map that presents key indicators for addressing management challenges.
Health Challenge Campaign (October to November 2023)
We participate each year in the Health Challenge Campaign, a program offered by Tokio Marine & Nichido Medical Service Co., Ltd. to foster employee health. The program helps employees who want to live a healthier life but do not know where to start, who are worried about not being able to keep up healthy habits over the long term, or who feel embarrassed about exercising alone take the first step in increasing their physical and mental health and creating a healthy workplace environment. Designed so that all participants can have a good time while working to improve their lifestyle habits and foster health, the program attracted a total of 763 participants.
Health Questionnaire
Since fiscal 2021, we have conducted employee health questionnaires to analyze the current state of health risks and challenges faced by employees and to promote initiatives aimed at improving health. By continuously making improvements based on questionnaire results, we are working to create an environment in which each employee can thrive even more.
Data on Health Management
| Fiscal 2020 | Fiscal 2021 | Fiscal 2022 | Fiscal 2023 | Fiscal 2024 | |
|---|---|---|---|---|---|
| Percentage of women in management positions | 3.4% | 2.4% | 2.2% | 2.2% | 3.2% |
| Childcare leave utilization rate (male employees) | 0.0% | 0.0% | 21.1% | 34.6% | 44.4% |
| Paid leave utilization rate | 60.2% | 59.5% | 59.8% | 65.7% | 64.0% |
| Average monthly overtime hours | 6.32 hours | 10.87 hours | 9.82 hours | 6.15 hours | 6.87 hours |
| Average years of service*1 | 12.5 years | 13.2 years | 13.0 years | 13.6 years | 13.6 years |
| Health Challenge Campaign participation rate | - | - | 82.0% | 77.9% | 83.6% |
| Percentage of employees receiving health checkups | 100% | 100% | 100% | 100% | 100% |
| Percentage of smokers | - | - | - | 24.3% | 24.8% |
| Percentage of people who exercise regularly*2 | - | - | - | 60.3% | 60.9% |
| Management rate of high-risk individuals (rate of continued health guidance) | - | - | - | 84.2% | 100% |
| Management (treatment retention) rate for high-risk individuals | - | - | - | 100% | 100% |
| Stress check examination rate | - | 99.4% | 100% | 100% | 100% |
| Percentage of individuals with high stress | - | 14.1% | 11.8% | 12.6% | 12.4% |
| Participation rate in training on women’s health issues*3 | - | - | - | - | 80.3% |
| Employee health seminar participation rate*3 | - | - | - | - | 84.0% |
| Presenteeism loss rate*4 | - | - | 21.6% | 20.6% | 21.5% |
| Absenteeism (average number of days absent, excluding cases of 31 days or more)*5 |
- | - | 3.18 days | 2.63 days | 2.39 days |
| Work engagement*6 | - | - | - | 3.27 points | 3.28 points |
*1 Excluding part-time employees, fixed-term employees, and temporary staff
*2 Percentage of individuals not engaging in physical activity equivalent to at least one hour of walking per day
*3 Implemented in September 2025
*4 Method for calculating the presenteeism loss rate:
Presenteeism loss rate (%) = 100% - response value (%)
Presenteeism is measured using the Single-Item Presenteeism Question in an employee questionnaire survey
*5 Method for measuring absenteeism:
Measured based on responses to the question, “How many days did you take off work due to your own illness in the past year?” in an employee questionnaire survey
*6 Method for measuring work engagement:
Measured using the Utrecht Work Engagement Scale in an employee questionnaire survey
Creating a Rewarding Work Environment
Action Plan in Line with the Act on Promotion of Women’s Participation and Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children
We have formulated and are carrying out an action plan to create a worker-friendly environment that lets employees balance their job and personal responsibilities as they navigate a variety of life events and empowers each employee to make the most of their skills and abilities. In addition, top management has issued a Gender Equality Campaign Kick-off Declaration. We are working to create a workplace environment that offers workers long-term employment as they balance their job and family responsibilities while fostering gender equality.
1. Action plan in line with the Act on Promotion of Women’s Participation and Advancement in the Workplace
- Period
- April 1, 2024 - March 31, 2026
- Goal
- (1) Increase the proportion of female leaders and chiefs to 30% of female employees
(2) Increase the childcare leave utilization rate among male employees to 45%
Initiative Details
- Provide opportunities for interaction and networking among female employees.
- Conduct training programs for female employees and managers so that women can pursue career advancement on an equal footing with male employees.
- Develop systems and improve the workplace environment so that all employees, regardless of gender, can demonstrate their abilities and individuality.
- Share information on childcare leave with all employees through the intranet, internal newsletters, and other channels.
- Raise awareness that consultation and support systems are available during leave for female employees taking prenatal or postnatal leave and childcare leave, as well as for male employees whose spouses are taking such leave.
- Create a childcare leave community on social media and consider and implement ways to use it to share information and encourage communication during leave, helping to alleviate concerns while employees are on leave.
- Contribute to promoting internal environment improvement by interacting with human resources personnel in various industries and obtaining information from companies that are making progress in initiatives for women’s empowerment.
2. Action plan in line with the Act on Advancement of Measures to Support Raising Next-Generation Children
- Period
- April 1, 2024 - March 31, 2026
- Goal
- Increase the childcare leave utilization rate among male employees to 45% or more
Initiative Details
- Share information on childcare leave with all employees through the intranet, internal newsletters, and other channels.
- Raise awareness that consultation and support systems are available during leave for female employees taking prenatal or postnatal leave and childcare leave, as well as for male employees whose spouses are taking such leave.
- Create a childcare leave community on social media and consider and implement ways to use it to share information and encourage communication during leave, helping to alleviate concerns while employees are on leave.
Supporting Women’s Careers
As a tool to help all employees deepen their understanding of national initiatives and the company’s efforts to promote women’s advancement, we regularly distribute a newsletter on these efforts on the internal intranet.
Topics include the kick-off declaration from top management and the government’s Eruboshi and Kurumin certification programs.
Career Advancement Training for Female Employees
From the perspective of preparing for future talent shortages and promoting diversity, we are working to create a workplace where everyone can succeed regardless of gender. As one of these initiatives, we conduct career advancement training programs for female employees. In a Japanese society where gender-based gaps in opportunity still remain, these programs provide opportunities for participants to consider ways to build their careers at the company while navigating various life events. The training serves as a first step for participants to reflect on their careers and expand their future possibilities.
Occupational Health and Safety Initiatives
Health and Safety Committees
Committees on health and safety at our logistics centers, Higashiosaka Building, and head office meet on a monthly basis to discuss health and safety topics with the participation of industrial physicians.
Eliminating Traffic Accidents
Because Nichiden uses vehicles in its sales operations, we host safe driving seminars for employees to raise their awareness of traffic safety and help eliminate accidents. The courses, which consist of classroom learning and videos, incorporate a variety of content, including information about accidents occurring at the company, training on how to anticipate hazards, updates on traffic laws and regulations, and what to do in the event of an accident. We will continue to work to eliminate accidents by raising safety awareness.
Stress Checks
We offer stress checks for all employees. Employees whose results indicate a high stress level can meet with an industrial physician if they so desire.
Employee Benefits
Company Housing System
We offer a company housing program available to employees up to the age of 32 for a monthly fee of 10,000 yen. Support continues thereafter until resignation. (Subject to certain conditions)
Lunch Program
We have introduced a program for employees, including regular and fixed-term employees, that allows them to use a full month of lunches for an effective cost of 3,500 yen.
Asset-Building Program
At a time when the human lifespan is said to extend into the 100s, Nichiden has introduced an asset-building program so that employees can enjoy better lives. We are helping employees build assets over the medium and long term with a shareholding association that offers a 10% incentive. In addition, our defined-contribution pension program includes a matching contribution scheme in which employees can choose to make contributions to augment the company’s contribution.
Loan Programs (General Loans and Education Loan Policy)
We offer a range of loan programs to support the sound and stable lives of all of our employees, including regular and fixed-term employees, and their families. These programs help employees plan and prepare for expenses related to their dependent children’s education as well as living expenses.
Housing Loan Interest Subsidy
When employees take out a loan to purchase a home, the company subsidizes a portion of the loan interest for a fixed period.
Introduction of External Employee Benefit Services
We have introduced an external employee benefits service, Benefit Station. Through this service, employees and their families can access a wide range of offerings, including accommodation, leisure, childcare, caregiving, and learning services, with the aim of improving work-life balance.
Talent Development
Talent Policy and Vision
First and foremost, we want our employees to reflect our company motto, “Sincerity.”
This means they can do what is expected of upstanding people, such as properly greet others and keep promises. In order to present a compelling case to customers, employees need to be able to “think in digital,” meaning thinking about things logically at all times while searching for answers. At the same time, when it comes to interpersonal relationships, employees also need to be able to “relate in analog” by valuing how people feel and engaging in face-to-face communication instead of doing everything by email or phone. We are looking for people who can think in digital and relate in analog. We also look for the following four skills when hiring.
Educational Programs
We offer training to help employees of all ranks and workplaces develop their careers effectively.
Helping Employees Acquire New Skills
To boost the appetite for learning and engagement of our employees (including regular and fixed-term employees), we offer subsidies to offset the cost of taking qualification exams for credentials that can streamline workflows and to defray the cost of distance learning for employees.
Mentor System
We have a mentor system that assigns older colleagues to serve as mentors to newly hired employees to help them overcome concerns and doubts. We also offer mentor training for employees seeking to become mentors.
Boosting Employee Engagement
We believe that a high level of employee engagement serves to fuel the company’s ongoing growth and value creation. We thus conducted an engagement survey in fiscal 2022 to assess the current situation towards boosting engagement across our organization. We plan to take steps as appropriate to boost engagement based on the survey’s results.
Human Resource System
We have adopted a human resource system that evaluates performance along the two axes of goal management and behavioral evaluation. Goal management seeks to apply our Medium-Term Business Plan at the individual level to link employees’ achievement of their goals with the company’s growth. Behavioral evaluation is based on our Personnel Policy and assesses competencies and job-related actions in alignment with job categories and grades.
Disclosure of Human Capital
1. Governance and Risk Management
As described in the section on governance and risk management related to sustainability as a whole.
2. Strategy
Creating an Environment Where Diverse Talent Can Grow and Thrive
The core quality we seek in our people is “Sincerity,” which forms the foundation of everything we do. “Sincerity” means being able to do what should naturally be expected of a person, such as greeting others properly and keeping promises.
Under this ideal of “Sincerity,” we aim to grow together with the company through personal development cultivated through our business activities. Our most important priority is to build talent development policies that enable diverse talent to grow, and to create an environment that offers both job satisfaction and fulfillment. This will support employee growth and contribute to the sustainable development of society. To realize this human capital strategy, we have established policies for talent development and workplace environment improvement, defined concrete actions along with related indicators and targets, and are promoting these initiatives under the leadership of the Sustainability Committee.
Talent Development Policy
In an era of uncertainty, for Nichiden to continue contributing to the development of the manufacturing industry, employees are required to act independently and have the ability to forge new, unprecedented paths. To this end, we will develop talent who understand the essence of our behavioral guidelines and are willing to take on new challenges with positive and flexible thinking.
Workplace Environment Improvement Policy
We respect the diverse values and beliefs of our employees, emphasize dialogue so that each individual feels they are contributing to the company’s growth, and enhance internal systems and benefits to create a comfortable, safe, and vibrant workplace. We strive to be a company where employees wake up each morning thinking, “Let’s do our best today.”
Based on our management philosophy as well as business and organizational strategies, we have formulated an advanced Personnel Policy that reflects our fundamental approach to organizations and people. Through the following HR system reforms, we aim to enhance employee well-being and build an organization that maximizes corporate value over the medium to long term.
- In our HR system covering grades, evaluation, and compensation, we have shifted from a system based on transfer eligibility to one based on differences in job responsibilities and contributions to results.
This eliminates disadvantages caused by transfers due to life events, which often hinders the career advancement of female employees. - In the evaluation system, we have reduced seniority-based assessment items and improved the system to better reflect employees’ capabilities and achievements.
- In the compensation system, we have discontinued individual-based pay raises and promotions, significantly raised the compensation curve for younger employees, and shifted toward an increase in total personnel costs.
- We have introduced enhanced harassment prevention measures in line with HR system reforms.
Note: To ensure fair evaluations, training programs aligned with the new HR system have been introduced for managers.
3. Indicators and Targets
To promote the creation of an environment where diverse talent can grow and thrive, we have set the following indicators and targets related to talent development and workplace environment improvement.
| Indicator | Results for the current fiscal year | Target (fiscal 2025) |
|---|---|---|
| Number of internal training sessions attended per employee (Note 1) | 0.7 | At least 1 |
| Childcare leave utilization rate (male employees) | 44.4% | 30.0% or higher |
| Childcare leave utilization rate (female employees) | 100.0% | Maintain 100.0% |
| Percentage of female new graduates hired for career-track positions | 57.7% | 50.0% or higher |
| Paid leave utilization rate | 64.0% | 60.0% or higher |
| Job satisfaction index (Note 2) | 4.86 points | 5.00 points |
| Ease of working index (Note 2) | 5.16 points | 5.20 points |
| Well-being index | 53.8% or higher | 60.0% or higher |
As targets have not been set for Group companies with respect to these indicators, we have only disclosed the company’s results and targets.
(Note 1) The number of internal training sessions attended per employee is calculated by dividing the total number of internal training participants during the fiscal year by the total number of employees.
(Note 2) The maximum score for both the Job satisfaction index and the Ease of working index is 7 points.
